Platinum (Organization Award) Based on the Malcolm Baldrige National Quality Award PURPOSE: The Mid-South Quality and Productivity Center presents a Regional Quality Cup Award which is aligned with the Malcolm Baldrige National Quality Award Criteria. This award will be given to an organization that has shown exemplary performance and results in seven categories of consideration and through their practices will serve as an excellent role model for other organizations. Organizations will be recognized for their notable performance and sustainable results. An organization must address these seven categories: 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Operations Focus 7. Results STEPS IN THE AWARD PROCESS: Fill out the Application Form (December 14, 2016 deadline) Submit form with $500.00 application fee ($600.00 for non-members of the Greater Memphis Chamber). The regional application will be judged by Baldrige-trained examiners. Regional winners will receive the Quality Cup Award and media coverage.
Mail applications to: Dr. Donald Fisher MSQPC The Quality Center 22 North Front, Suite 200 Memphis, TN 38103 WHO IS ELIGIBLE? Awards are made to: Entire organization; Division/Branch of an organization; Department within a larger organization; For-profit organization; Not for-profit organization; City/County government; Large and/or Small healthcare organizations; Clinics; School (public/private); School district (public/private); Manufacturing firms; Service firms; Small business (service/manufacturing).
Both U.S. and foreign firms and organizations participate in the award process. AWARD APPLICATION PROCEDURES (Application Form) Application must: Be accompanied by a completed Award Application form; Be accompanied by a completed Organization Profile form; Contain narrative responses that clearly respond to the seven criteria statements under each of the 7 categories; Discuss your approach and breadth of deployment; Have documented results; Be submitted in four hard copies and an electronic format on disk or CD-ROM (submitted with the hard copies); Be submitted on 8 ½ x 11 paper, with 1-inch margins and in no less than 12-point type; Be submitted to MSQPC The Quality Center no later than December 14, 2016 Responses are limited to: No more than 12 pages are accepted for the application plus the Award Application form and the Organization Background form (note: the Award Application form and the Organization Profile form are NOT considered as part of the 12 page application limit). JUDGING: We will judge all award applications methodically: A panel of judges consisting of respected business leaders who are Baldrige trained will review and evaluate all award applications; Consistent evaluation guidelines and procedures will be used by the panel of judges. The panel of judges decision is final.
SELECTION AND RECOGNITION PROCESS: Initial application review: by a panel of judges Awards ceremony: held January 2017 Application forms must be signed to certify accuracy of submission by the highest ranking official within the organization. FEEDBACK: Applicants will be provided with the judges' comments for each of the judging criteria, including: Identification of the applicant s overall strengths and opportunities for improvement issues; Recommendations for short-term and long-term Strategic Planning
Platinum Criteria and Application Information 2016 Award Applications Due to The Mid-South Quality Productivity Center (MSQPC) by December 14, 2016 This award will be given to an organization that has shown exemplary performance and results in seven areas of consideration and through their practices that will serve as an excellent role model for other organizations. This award program recognizes performance excellence within organizations and is based on the Malcolm Baldrige National Quality Award Criteria for Performance Excellence. Organizations will be recognized for their notable performance and sustainable results. They will serve as a role model and as a benchmark for other organizations to attain similar success in achieving performance excellence. Applicants for this Award can be an entire organization, Division, Branch, or Department within a larger organization. Applicants can include for-profit and not-for-profit organizations, city/county governments, large/small healthcare organizations, clinics, schools, school districts, manufacturing, service, and small business/service organizations. AREAS OF CONSIDERATION An organization must address these seven categories: 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Operations Focus 7. Results
AWARD APPLICATION PROCEDURES Application must: Be accompanied by a completed Award Application form (included in packet); Be accompanied by a completed Organization Profile form (included in packet); Contain narrative responses that clearly respond to the 7 criteria statements under each of the 7 categories ( e.g. Leadership, Strategic Planning, etc.; Discuss your approach and breadth of deployment; Have documented results; Be submitted in four hard copies and an electronic format on disk or CD-ROM (submitted with the hard copies); Be submitted on 8 ½ x 11 paper, with 1-inch margins and in no less than 12-point type; Responses are limited to: No more than 12 pages are accepted for the application plus the Award Application form and the Organization Background form (note: the Award Application form and the Organization Profile form are NOT considered as part of the 12 page application). We will judge all award applications methodically: AWARD JUDGING PROCESS A panel of judges consisting of respected business leaders who are Baldrige trained will review and evaluate all award applications. Consistent evaluation guidelines and procedures will be used by the panel of judges. The panel of judges decision is final. SELECTION AND RECOGNITION PROCESS Initial application review: by a panel of judges Awards ceremony: held January 2017 Application forms must: Be signed to certify accuracy of submission by the highest ranking official within the organization Mail applications to: MSQPC The Quality Center Memphis Regional Chamber Quality Cup Award 22 N. Front Street, Suite 200 Memphis, TN 38103 Award Program Point of Contact is: Donald C. Fisher, Ph.D. Executive Director /CEO - MSQPC Page 2 of 19
AWARD APPLICATION FORM 1. Name of Organization (responsible for the application being submitted): 2. Number of Employees: (full-time) (part-time) (volunteers) 3. Years in Operation 4. Organization s Point of Contact: Name: Title: Mailing Address: Phone Number: E-mail Address: 5. Certification of Accurate information within the application: The person most senior in the organization must sign below: I certify that, to the best of my knowledge, the information contained in this application is accurate. Printed Name Title Mailing Address: Phone Number: E-mail Address: Signature Date Page 3 of 19
Organizational Profile (Complete before conducting the assessment) Name of Organization Organization s Fiscal Year that application covers: to (e.g. A fiscal year is a 12 month period for which an organization plans the use of its funds) 1.0 Organizational Policies and Procedures 1.1 Does your organization have a published corporate statement that defines the organization s vision, mission, and values? Yes No 1.2 Does your organization have an organizational chart that highlights key internal positions? Yes No 1.3 Does your organization have a published overview for your strategic plan? Yes No 2.0 Project Improvement Teams for Quality Improvement / Performance Excellence Activities 2.1 Total employee population: 2.2 Project Teams (List Below): Name of Project Team Employee Projects Functional Area Team (Check Area) Hours Number of Participants Date of Project Completion Sales & Marketing Distribution Human Resources Production Engineering/ Maintenance Finance/ Accounting Administration Shipping/ Receiving Other Page 4 of 19
3.0 Customers/ Suppliers/ Partners 3.1 List key customers Number of key customers Key Customer Names Date Customer Relationship Began Length of Time as a Customer Percent of Total Sales 3.2 List key suppliers/partners Number of key suppliers/partners Key Customer Names Date Customer Relationship Began Length of Time as a Customer Percent of Total Sales Page 5 of 19
4.0 Quality Improvement / Performance Excellence Activities List activities that may have been carried out in your organization during the last fiscal year. Activity Objective 5.0 Employee Training 5.1 Does your organization have a training budget? Yes No 5.2 What was your annual training expenditure(s) for this assessment period? 5.3 Provide a list of training / employee development initiative(s) training presented to employees by the organization during this assessment review period. Yes No List Internal and External Courses and Workshops Employee Projects Hours Number of Participants Date of Project Completion Functional Area Team (Check Area) Sales & Marketing Distribution Human Resources Production Engineering/ Maintenance Finance/ Accounting Administration Shipping/ Receiving Other Page 6 of 19
6.0 Quality Audits 6.1 Does your organization conduct quality audits/assessments? Yes No If yes, please specify the areas and frequency of the audits/assessments being conducted during this review period. Internal Audits Areas Frequency External Audits Others 7.0 Productivity Trends/ Improvements for the Organization 7.1 Are trends of key quality and productivity initiatives being tracked regularly? Yes No If yes, list documents. Documents How often tracked? Page 7 of 19
7.2 What are your organizational challenges and opportunities? Organizational Challenges Competitive Environment Strategic Challenges Performance Challenges Page 8 of 19
Criteria for the Memphis Regional Chamber Quality Cup Award The following criteria statements support the Memphis Regional Chamber Quality Cup Award Categories: 1. Leadership - Explain how your organization addresses the following criteria statements (Maximum 250 words): 1. Senior Leadership sets and deploys the organization s values, strategic directions, and performance expectations. 2. Senior Leaders create an environment for empowerment, innovation, safety, and equity for all employees. 3. Organization s governance issues are addressed by senior leader-ship (i.e. management accountability for the organization s action, fiscal accountability, independent internal/external audits, and protection of stakeholder interests.) 4. Senior leaders review the organization s performance and capabilities relative to competitors and comparable organizations short/longer term goals, and achievements. 5. Senior leaders identify, review, and share with stakeholders key performance measures on a regular basis. 6. Senior leaders translate key performance review findings into priorities for organization improvements. 7. Organization leaders performance is reviewed by key stakeholders and the findings are used to improve their leadership effectiveness. 8. The organization anticipates and addresses the impact that its offerings, services and operations have on the communities it serves both currently and in the future. 9. The organization ensures ethical behavior in all transactions and interactions. 10. The organization actively supports and strengthens performance excellence within communities in which it is located. Page 9 of 19
2. Strategic Planning - Explain how your organization addresses the following criteria statements (Maximum 250 words): 1. The organization s overall corporate strategic planning process involves all key stakeholders. 2. The organization s strategic planning addresses environment, programs, offerings, technology, resources, budgetary, ethical responsibilities, supplier/customer needs, and regulatory issues. 3. The organization has documented its strategic objectives and has published a timetable for accomplishing them. 4. The organization s strategic objectives balance the needs of employees and key stakeholders. 5. The organization has developed and deployed action plans to employees to achieve its key strategic objectives. 6. The organization has identified and shared with all key stakeholders its short and longer-term action plans. 7. The organization has identified human resource plans within its strategic objectives and has published action plans to ensure progress toward meeting its goals. 8. The organization has identified key performance indicators for tracking action plan progress. 9. The organization has identified performance projections with time horizons for its strategic objectives. 10. The organization has based its short and longer-term performance projections on competitors, comparable organizations, benchmarks, goals, and/or past performance. Page 10 of 19
3. Customer Focus - Explain how your organization addresses the following criteria statements (maximum 250 words): 1. The organization has a method to determine and target customer segments and markets. 2. The organization has methods to listen and learn from current, former, and future customers and stakeholders regarding requirements and expectations of offerings and services. 3. The organization keeps its listening and learning methods current with service needs and directions (i.e., focus groups, surveys, etc.) 4. The organization builds relationships by providing initiatives to increase loyalty, satisfaction, and retain customers. 5. The organization ensures that a consistent corporate sustainability approach is in place for employees who have direct contact with customers/ stakeholders. 6. The organization ensures that its customer relationship skills are kept current with service needs and directions. 7. The organization has a method to determine customer satisfaction and dissatisfaction. 8. The organization has a consistent customer follow-up procedure for its programs, services, and offerings that ensures prompt and actionable feedback. 9. The organization compares its customer satisfaction against competitive and/or comparable organizations that deliver similar services. 10. The organization keeps its methods for determining customer satisfaction current with service needs and directions (i.e., focus groups, surveys, etc.). Page 11 of 19
4. Measurement, Analysis, and Knowledge Management - Explain how your organization addresses the following criteria statements (maximum 250 words): 1. The organization selects, collects, aligns, and integrates data and information for tracking daily operations and overall organization performance. 2. The organization has a selection process to collect key comparative data and information to support operational, strategic decision making, and innovation. 3. The organization keeps its performance measurement system current with organization needs and directions. 4. The organization collects data and information that support senior leadership s direction to accomplish the organization s strategic plans. 5. The organization s leadership communicates to employees data and information results that support its decision making. 6. The organization makes needed data and information accessible to employees, stakeholders, and suppliers/customers. 7. The organization ensures that hardware and software are reliable, secure, and user-friendly. 8. The organization keeps data and information mechanisms, including hardware and software systems, current with its needs and directions. 9. The organization manages the collection and transfer of knowledge among employees, stakeholders, and suppliers/customers. 10. The organization ensures that its data information and organizational knowledge are timely, reliable, secure, accurate, confidential, and have integrity. Page 12 of 19
5. Workforce Focus - Explain how your organization addresses the following criteria statements (maximum 250 words): 1. The organization organizes and manages initiatives that promote cooperation, initiative, empowerment, and innovation that ensures effective communication and skill sharing among employees. 2. The organization s performance management system supports and recognizes high-performance work among employees. 3. The organization s initiatives identify characteristics and skills that support its recruiting, hiring, retaining, and career progression of employees. 4. The organization s employee education and training for contribute to achievement of action plans and directions. 5. The organization ensures that education/training given to its employees supports their strategic initiatives. 6. The organization motivates employees to use their full potential in promoting performance excellence throughout the workforce. 7. The organization reviews and improves workplace health, safety, security and ergonomics. 8. The organization ensures employee preparedness for all emergencies. 9. The organization has an assessment process to determine employee well-being, satisfaction, and motivation. 10. The organization uses assessment findings to identify and gauge employee dissatisfaction issues. Page 13 of 19
6. Operations Focus - Explain how your organization addresses the following criteria statements (Maximum 250 words): 1. The organization determines value creation processes that address market needs and directions for employees and stakeholders (i.e., technology skills, problem-solving skills, team involvement, etc.) 2. The organization determines value creation process requirements by incorporating input from employees, stakeholders, and partners. 3. The organization incorporates new technology and organizational knowledge into the design of value creation processes. 4. The organization has key performance measures to control and improve its value creation processes. 5. The organization reviews its value creation processes to maximize success and improve programs, offerings, and services. 6. The organization determines key support processes that support its corporate sustainability offerings (i.e., facilities management, secretarial, food service, etc.) 7. The organization determines key support process requirements for initiatives by incorporating input from employees, stakeholders, and partners. 8. The organization incorporates new technology and organizational knowledge into the design of support processes. 9. The organization has in place key performance measures to control and improve support processes. 10. The organization reviews its support processes to achieve better performance, to reduce variability, and to keep them current with its corporate sustainability needs and directions. Page 14 of 19
7. Results - Explain how your organization addresses the following criteria statements (maximum 250 words): 1. The organization collects and trends key supplier/customer results. 2. The organization collects and trends supplier/customer and stakeholder satisfaction/ dissatisfaction data and compares its results against competitive or comparable organizations. 3. The organization collects and trends budgetary and financial performance results. 4. The organization collects and trends performance results of key initiatives. 5. The organization collects and trends performance and effectiveness results (i.e, employee teamwork, knowledge, and skill sharing results, etc.) 6. The organization collects and trends employee well-being, satisfaction, and dissatisfaction results. 7. The organization collects and trends operational performance outcomes. 8. The organization collects and trends operational performance of key support service results (i.e., productivity, cycle time, supplier/customer performance, etc.) 9. The organization collects and trends data for fiscal accountability, ethical behavior, and legal compliance of corporate sustainability issues. 10. The organization collects and trends results data for its community involvement. Page 15 of 19
Judging Guidelines for Application Scoring Introduction The application scoring is intended to provide an approach to determine the relative degree of maturity of the organization s performance management systems and to identify the main areas of performance improvement opportunities. Application Scoring Guidelines PROCESS Maturity Level Bands Performance Level Guidance 0 Approach No Approach/ Anecdotal 1 Approach Good Approach/ Early Deployment 2 Approach Systematic Approach/ Not Fully Deployed 3 Deployment Sound Approach/ Partial Deployment 4 Learning Sound Approach/ Mostly Deployed/ Learning 5 Integration Sound Approach/ Full Deployment/ Integration RESULTS Maturity Level Bands Performance Level Guidance 0 Levels No Performance Results/ Anecdotal 1 Levels Some Performance Results/ Levels 2 Levels Good Performance Results/ Levels 3 Trends Some Trends/ Good Results 4 Comparison Many Improvement Trends/ Comparisons/ Benchmarks 5 Integration Excellence Trends/ Sustained Results/ Integration AWARD EVALUATION GUIDELINES Page 16 of 19
The panel of judges will consider the following areas when evaluating the application: Process / Results Scoring Assessment Dimensions The organization scoring system is based on two evaluation dimensions: (1) Process and (2) Results. Process refers to the methods your organization uses and improves to address the item requirements in Categories 1-6. Results refers to your organization s outputs and outcomes in achieving sustainable practices in Category 7. Approach (A) The Four Process Assessment Dimensions Approach refers to the method(s) the organization uses to accomplish its activity. The scoring criteria used to evaluate the approach may include one or more of the following, as appropriate: The effectiveness of the use of methods, tools and techniques The degree to which the approach embodies effective evaluation/improvement cycles The degree to which the approach is based upon quantitative information that is objective and reliable The degree to which the approach is prevention-based The uniqueness and innovativeness of the approach, including significant and effective new adaptations of tools and techniques used in other corporate applications The uniqueness of the approach Deployment (D) Deployment refers to the extent to which the organization applies and/or distributes its activities and employees, customers, suppliers, stakeholders and/or departments. The scoring criteria used to evaluate deployment may include one or more of the following, as appropriate: The appropriate and effective application among employees, customers, suppliers, stakeholders and/or departments The appropriate and effective application to all transactions and interactions with employees, customers, suppliers, stakeholders and/or departments The involvement of all employees The activity is applied in all departments Learning (L) Learning refers to knowledge or skills acquired through evaluation, study, experience and innovation. Page 17 of 19
Integration (I) Integration refers to the harmonization of plans, processes, information, resources, decisions, activities, results and analysis to support organization-wide goals. BANDS 0 1 2 3 4 PROCESS No SYSTEMATIC APPROACH to item requirements is evident; information is ANECDOTAL. (A) Little or no DEPLOYMENT of any SYSTEMATIC APPROACH is evident. (D) An improvement orientation is not evident; improvement is achieved through reacting to problems. (L) No organizational ALIGNMENT is evident; individual areas or work units operate independently. (I) The beginning of a SYSTEMATICE APPROACH to the BASIC REQUIREMENTS of the item is evident. (A) The APPROACH is in the early stages of DEPLOYMENT in most areas or work units, inhibiting progress in achieving the BASIC REQUIREMENTS of the item. (D) Early stages of a transition from reacting to problems to a general improvement orientation are evident. (L) The APPROACH is ALIGNED with other areas or work units largely through joint problem solving. (I) An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the BASIC REQUIREMENTS of the item is EVIDENT. (A) The APPROACH is DEPLOYED, although some areas or work units are in early stages of DEPLOYMENT (D) The beginning of a SYSTEMATIC APPROACH to evaluation and improvement of KEY PROCESSES is evident. (L) The APPROACH is in the early stages of ALIGNMENT with your basic organizational needs identified in response to the Organizational Profile and other process items. (I) An EFFECTIVE, SYSTEMATICE APPROACH, responsive to the OVERALL REQUIREMENTS of the item, is evident. (A) The APPROACH is well DEPLOYED, although DEPLOYMENT may vary in some areas or work units. (D) A fact-based, SYSTEMATIC evaluation and improvement PROCESS and some organizational LEARNING, including INNOVATION, are in place for improving the efficiency and EFFECTIVENESS of KEY PROCESSES. (L) The APPROACH is ALIGNED with your overall organizational needs identified in response to the Organizational Profile and other process items. (I) An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the MULTIPLE REQUIREMENTS of the item, is evident. (A) The APPROACH is well DEPLOYED, with no significant gaps. (D) Fact-based, SYSTEMATIC evaluation and improvement and organizational LEARING, including INNOVATION, are KEY management tools; there is clear evidence of refinement as a result of organizational-level ANALYSIS and sharing. (L) The APPROACH is INTEGRATED with your current and future organizational needs identified in response to the Organizational Profile and other process items. (I) Page 18 of 19
5 An EFFECTIVE, SYSTEMATIC APPROACH, fully responsive to the MULTIPLE REQUIREMENTS of the item, is evident. (A) The APPROACH is fully DEPLOYED without significant weaknesses or gaps in any areas or work units. (D) Fact-based, SYSTEMATICE evaluation and improvement and organizational LEARNING through INNOVATION are KEY organization-wide tools; refinement and INNOVATION, backed by ANALYSIS and sharing, are evident throughout the organization. (L) The APPROACH is well INTEGRATED with your current and future organizational needs identified in response to the Organizational Profile and other process items. (I) Page 19 of 19
The Four Results Assessment Dimensions Levels (LE) The term levels refers to numerical information that places or positions an organization s results and performance on a meaningful measurement scale. Your current level of performance Trends (T) The term trends refers to numerical information that shows the direction and rate of change for an organization s results. The rate of your performance improvements or the sustainability of good performance (i.e., the slope of trend data) The breadth (i.e., the extent of deployment) of your performance results Comparisons (C) The term comparisons refers to an organization s performance compared against competitors, industry leaders and appropriate benchmarks. Your performance relative to appropriate comparisons, such as competitors or organizations similar to yours Your performance relative to benchmarks or industry leaders Integration (I) The term integration refers to the harmonization of plans, processes, information, resource decisions, actions, results and analyses to support key organization-wide goals. Your results measures (often through segmentation) address important customer, product, market, process and action plan performance requirements identified in your Organizational Profile and in Process Items. Your results include valid indicators of future performance Your results are harmonized across processes and work units to organization wide goals Page 20 of 19
BANDS 0 1 RESULTS There are no organizational PERFORMANCE RESULTS and/or POOR RESULTS in areas reported. (Le) TREND data either are not reported or show mainly adverse TRENDS. (T) Comparative information is not reported. (C) RESULTS are not reported for any areas of importance to the accomplishment of your organization s MISSION. (I) A few organizational PERFORMANCE RESULTS are reported, responsive to the BASIC REQUIREMENTS of the item, and early good PERFORMANCE LEVELS are evident. (Le) Some TREND data are reported, with some adverse TRENDS evident. (T) Little or no comparative information is reported. (C) RESULTS are reported for a few areas of importance to the accomplishment of your organization s MISSION. (I) 2 Good organizational PERFORMANCE LEVELS are reported, responsive to the BASIC REQUIREMENTS of the item. (Le) Some TREND data are reported, and a majority of the TRENDS presented are beneficial. (T) Early stages of obtaining comparative information are evident. (C) RESULTS are reported for many areas of importance to the accomplishment of your organization s MISSION. (I) 3 4 5 Good organizational PERFORMANCE LEVELS are reported, responsive to the OVERALL REQUIREMENTS of the item. (Le) Beneficial TRENDS are evident in areas of importance to the accomplishment of your organization s MISSION. (T) Some CURRENT PERFORMANCE LEVELS have been evaluated against relevant comparisons and/or BENCHMARKS and show areas of good relative PERFORMANCE. (C) Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER, market, and PROCESS requirements. (I) Good to excellent organizational PERFORMANCE LEVELS are reported, responsive to the MULTIPLE REQUIREMENTS of the item. (Le) Beneficial TRENDS have been sustained over time in most areas of importance to the accomplishment of your organization s MISSION. (T) Many to most TRENDS and current PERFORMANCE LEVELS have been evaluated against relevant comparisons and /or BENCHMARKS and show areas of leadership and very good relative PERFORMANCE. (C) Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER, market, PROCESS, and ACTION PLAN requirements. (I) Excellent organizational PERFORMANCE LEVELS are reported that are fully responsive to the MULTIPLE REQUIREMENTS of the item. (Le) Beneficial TRENDS have been sustained over time in all areas of importance to the accomplishment of your organization s MISSION. (T) Evidence of industry and BENCHMARK leadership is demonstrated in many areas. (C) Organizational PERFORMANCE RESULTS and PROJECTIONS are reported for most KEY CUSTOMER, market, PROCESS, and ACTION PLAN requirements. (I) Page 21 of 19
JUDGES SCORING GUIDELINES ORGANIZATIONAL PERFORMANCE EXCELLENCE ASSESSMENT SCORE ANALYSIS Bands (4 5) Notable Level Organization has excellent performance processes in place. The highest achievement for organizations that demonstrate exemplary results and Best Practice initiatives that can be shared with other organizations. Bands (3 4) Accomplishing Level Organization has effective processes that are well integrated and are well deployed with no significant gaps. Good to excellent performance levels and results are reported. Bands (2 3) Progressing Level Organization has good performance processes in place with opportunities for improvement. This organization shows commitment to developing and excelling in performance excellence and results. Bands (1 2) Evolving Level Organization demonstrates commitment and significant progress toward excellence in their processes with some reported results. Bands (0 1) Launching Level Emerging organization that has begun adopting and applying performance excellence principles with no reported results. Page 22 of 19